Good leaders are made, not born. One can become an active leader if they have the desire and the willpower. Leadership refers to a process by which a person influences others to accomplish an objective and directs the firm in a way that makes it more coherent and cohesive. The United States military has studied leadership in depth and has defined direction as the process by which individual impacts others to achieve a task. An army leader is someone who by assumed role or assigned responsibility, inspires and influences people to achieve organizational goals (Bacon, 2011). These leaders propel individuals in the levels of leadership to seek after activities, shape choices and center speculation for the more prominent benefit of the association. Being a leader involves something other than giving requests. Military leaders have substantiated themselves after some time especially for the individuals who have assumed the liability to lead armed force, regular folks and officers. It is enormous to diligently recap ourselves of the administration characteristics because a significant portion of them rise out of the sense of duty regarding an arrangement of armed force esteems. Gen. Mark A. Milley who was the 39th chief of staff of the Army quantified that the qualities we seek in today's Army leaders consist of; mental and physical resilience, flexibility, competence, adaptability, agility and the most important is the character (Lis, 2015). Expertise in the Army is developed over time through various practices, commitment, and professional learning. The role, on the other hand, is often demonstrated in how strictly our actions, relationships, and decisions adhere to Army ethics and values. In Army war colleges and combat training centers, leadership is taught from the first day the soldiers arrive. This paper will discuss the fundamental concepts of leadership in the United States Army while applying the servant leadership theory the US Army. In applying effective leadership into the U.S Army, there must be a leader who will guide his soldiers in everything they do and how to have a systematic outcome.
The standard that a military leader can act in the common enthusiasm of his supporters does not stray from the discourse of numerous other administration speculations. In the military, it is the leaders' target to create future leaders and a reasonable want to support adherents. Robert Greenleaf presented hireling initiative, and he expressed that powerful ought to notwithstanding assignment, be anxious for those that have not as much as the leader. In worker authority, for one to be a hireling leader he or she must be a worker first. Along these lines, the leader should first want to serve which is a central normal for a worker leader. It's about the desire to help other people, recognizing and addressing the requirements of partners and groups. Researchers are attempting to distinguish the attributes of worker leaders. Robert Liden distinguished nine measurements of hireling authority which includes; passionate mending, making an incentive for the group, cognitive abilities, helping subordinates succeed and develop, enabling, putting subordinates to start with, relationship, carrying on morally and servanthood. Army leaders are for the most part worried about their devotees and effectively take part in their advancement on the individual and expert level. They are especially mindful of the moral issues that exist as they are trusted to carry out their employment, and they act in a moral route towards their subordinates and as a general portrayal of the military. All magistrates in the Assembled States armed force have guaranteed. At the point when the officers swear that promise, they go into a hallowed consent to help their country and subordinates through their administration. The soldiers' creed states that "I will serve the people of the United States and live the Army values." Through these demonstrations, the troopers have turned into the principal workers through time in benefit and furthermore a hireling leader. Hireling initiative and worker leaders are intense wellsprings of motivation in the present armed force. Army leaders feel the duty of being the workers initially having in them the ability to tend to others. Building trust among troopers' causes them do what is expected of them to finish an undertaking and get the mission fulfill. It's about the desire to help other people, recognizing and addressing the requirements of partners and groups. Researchers are attempting to distinguish the attributes of worker leaders. Robert Liden distinguished nine measurements of hireling authority which incorporate; passionate mending, making an incentive for the group, reasonable abilities, helping subordinates succeed and develop, enabling, putting subordinates to start with, relationship, carrying on morally and servanthood. Army leaders are for the most part worried about their devotees and effectively take part in their advancement on the individual and expert level. They are especially mindful of the moral issues that exist as they are trusted to carry out their employment, and they act in a moral route towards their subordinates and as a general portrayal of the military. All magistrates in the Assembled States armed force have guaranteed. At the point when the officers swear that promise, they go into a hallowed consent to help their country and subordinates through their administration. The warriors' belief expresses that "I will serve the general population of the Unified States and experience the armed force esteems." Through these demonstrations, the troopers have turned into the principal workers through time in benefit and furthermore a hireling leader. Hireling initiative and worker leaders are intense wellsprings of motivation in the present armed force. Army leaders feel the duty of being the workers initially having in them the ability to tend to others. Building trust among troopers causes them do what is expected of them to finish an undertaking and get the mission fulfilled. Command and impact are indispensable parts of management. These two characteristics of leadership are distinctively different. Authority is the ability to create effects on others while the effect is the modification in an objective agent's outlooks, values, beliefs or behaviors as a result of influence tactics (Bacon, 2011). The United States Army has a positive effect on power and influence in their job. Every leader has his or her won effect on different employees based on how they feel about how the leader treats employees. It is true to say that followers of the US Army have been receptive to the Army leadership because they can visualize and understand the mission and what they are to achieve. Nominal military headship is liable for a host of enactment capabilities. One of the abilities to success is effective to influence across a variety of context and people. In the Army, leaders must be in a position to influence others across different types of missions at different levels. Influential must be competent to expertise and control, combined and host nation elements, nongovernmental organizations, various government agencies, their unit and chain of command (Bacon, 2011). It is because influence and power have a central role in leadership, it is essential to ensure that influence and power competencies are a vital component of the leader valuation and improvement process. Thus, it is necessary to have an all-inclusive image of power and power capabilities underlying useful influence behaviors. I would not recommend another strategy, however; I would recommend building and improving the current policy that is in place. Harsh treatment does not gain the discipline which makes soldiers of a particular country reliable in the battle (Shambach, 2004). That kind of treatment, on the contrary, is far more likely to destroy than to create an army. As a frontrunner, you have the supremacy to unswerving in such a modus, and such a tone of voice as to inspire the soldiers and they end up having an intense desire to obey while the opposite cannot fail to excite strong resentment and desire to disobey. It is upon one as a leader to discipline, reward or evaluate subordinates for them all to work efficiently. You should explain to them what is expected of them, what benefits and rewards they will receive if the said expectations were met and also if they are meeting the set goals.
There are different roles and effectiveness of transformational and transactional leadership in the organization (Barber, 1992). Transformational leadership is a style of leadership where the leaders and their followers raise one another to higher levels of morality and motivation. This kind of leadership inspires people to achieve unexpected or remarkable results. Transactional leadership involves motivating and directing followers primarily through appealing to their self-interest. Transactional leaders value order and structure. As the Army continues to change and progress there will be the need for transformational leaders to spearhead the changes that will have been implemented (Barber, 1992). A transactional leadership style is appropriate in many settings and may support adherence to practice standards but not necessarily openness to innovation. A transformational leader creates the vision and inspires his subordinates to work beyond required expectation whereas a transactional leader focuses more on the extrinsic motivation for the performance of job tasks. Therefore, it is likely that transactional leadership leads to acceptance of innovation through reinforcement and reward while transformational leadership influences attitudes by inspiring recognition of change through the development of trust, openness, and enthusiasm. The effectiveness of transformational leadership, therefore, builds on a foundation of transactional leadership style.
An army leader is any person who inspires and influences people to accomplish their goals in the military (Shambach, 2004). These leaders are expected to motivate people both inside and outside the army to encourage them to pursue their goals and make a wise decision for the better of the military. Self-determination is the key to leadership. For one to be an active team leader in the military, he or she requires mental strength. A good leader should be able to make definite and firm decisions. Different traits and characters make one a competent army leader, and they include;
Knowledge and skills- to lead others one must know of their business. An Army leader must have a degree of experience in his respective field; it is achieved by them attending seminars and taking courses to improve their skills.
Loyal- an effective Army leader needs to be faithful to his superior and his soldiers. One must be willing to go bat and defend his soldiers. A leader must stand up for his soldiers even when they do something stupid. A good leader should be able to pass down all orders with enthusiasm and act towards saving the world.
Character- an active team leader should have the excellent figure which shows the Army values, empathy, soldiers' ethos, and discipline. The Army seeks for soldiers who are talented leaders of character.
Leader- the ability to lead other is critical for effective team leaders. A leader should have the ability to manage and lead people, primarily through hard situations. If a leader cannot deal with people when the stress is low, then it will get harder for them when it gets more difficult.
Achiever- all Army leaders are expected to get results in their specific jobs. Effective leaders should be able to help the group attain its set goals. The Army leaders work with...
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